OECD-SSRC-Stupski Next-Gen Data System Workshop

1. OECD-SSRC-Stupski Next-Gen Data System Workshop DRAFT: In development with Innovation Lab Network and Stupski Expert Working Group for 22-25 Oct Launch

2. The current system was not designed to serve all kids F D C B A High Achievement Low Achievement

3. Instead of sorting and selecting, we need to scale Next-generation Learning for all kids Personalizedlearningthat occurs anytime, anywhereand results in world-class knowledge and skills for all students. Measured through performance-basedassessments. Engaging student’s own voiceand providing a comprehensive system of supports.

4. We must therefore redesign the system Student Learning Experience School, District & State Systems Personalized Learning World-Class Knowledge and Skills Authentic Student Voice,Performance-based Learning Comprehensive system of supports Anywhere, anytime learning Financing Education workforce Data on student and system performance Leadership, governance and policy

5. But we lack system innovation capacity Transformation Trajectory: Healthy System Overview Healthy System At some point, all systems cease to serve the purposes for which they were created. While old systems die off, new systems emerge through the efforts of entrepreneurs who begin to design new systems to meet new mandates and opportunities. These life cycles are fairly predictable and can be expressed in terms of S-shaped (Sigmoid) curves. The curve traces their development from formation, to growth, to maturity, and decline. Transformation Time Transformation Trajectory: US Public Education US Public Education Overview For decades, trailblazing leaders who have tried to create, scale, and sustain fundamentally new models of K-12 schools have failed. Working in isolation, without the benefit of R&D capacity, a knowledge base, systemic support, sufficient operating latitude, innovative intermediaries, collegial interaction, and tools to manage the change, pioneering educators have lacked what they need to sustain and scale their efforts. Transformation Time

6. We will build capacity to leave a dying system and give birth to a new one… NEW SYSTEM OLD SYSTEM 4 Illuminates the experiences of these leaders and tells their stories 1 Names a vision and identifies system innovators working on that vision 3 Nurturesthese leaders and networks through rapid cycles of learning and development and access to world class experts 2 Connects these leaders to one another so that they can work together, with less isolation and more resource System Innovation Platform: Integrated online/offline services

7. …by creating networks, communities of practice and systems of influence OLD SYSTEM NEW SYSTEM Foster systems of influence Create networks of system innovators Develop communities of practice

8. We will develop these proof points inside of our six-state Innovation Lab Network

9. Within five years, we will create… Portfolio of aligned school-district-state proof points Knowledge base regarding how these we got there Diagnostics that help leaders activate this knowledge

10. To generate systemic solutions, we will work with entry point clusters, not point solutions ENTRY POINT CLUSTERS

11. What cluster will we prototype? NEXT-GEN INDICATORS AND DIAGNOSTICS (equity-based; higher order/deeper learning; authentic affective engagement; leading to “narrow” accountability and system redesign) EDUCATOR CAPACITY (differentiated roles; new career pathways modular use of people and resources; redefined preparation, selection, licensing, development) Transition Structures (green-fields/skunk works providing cover, capacity, and incubation of new systems) NxGL ASSESSMENT SYSTEM (student ownership; real time; modular content/use; linked to new forms of credentialing; managerial, not public, accountability)

12. How will we prototype? ~90-Day rapid-cycle testing, learning and iteration • Analogues: • IHI • IDEO/Kaiser • Innovation Unit (UK) • Corporate Board • SERP • Dana Center • Institute for Learning